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Data  on  Advertising  Depart- 
ment Records 

By  L,  W.  ELUS 


Supplementary  to  Section  XI  of  ^Scientific 
Office  Manugement^*  by  W.  H.  Leffingwell 


A.  W.  SHAW  COMPANY 

CHICAGO  NEW  YORK 

LONDON 


'-^"^M^^^^K'^^^ 


COPYRIGHT.  1917,  BY 


Digitized  by  u .. 
-.  in  2007  with  funding  from 
.Microsoft  Corporation 


littp://www.archive.org/details/dataonadvertisinOOellirich 


ADVERTISING   DEPARTMENT   RECORDS 

By  L.  W.  ELLIS 


Some  fellow's  formula  for  efficiency  runs  like  this :  "First, 
pick  a  good  man;  second,  give  him  a  definite  job;  third,  leave 
him  alone."  If  my  former  general  manager  hadn't  followed 
the  last  two-thirds  of  this  formula  to  the  letter,  there  wouldn't 
be  any  story.  In  fact,  I  am  inclined  to  believe  that  the  first 
part  of  the  formula — about  the  good  man — is  superfluous. 
Almost  anyone  can  learn  to  swim  right  off  if  he  has  to.  Just 
take  him  young  and  throw  him  into  deep  enough  water  with 
nothing  but  instructions  to  kick  and  paddle.  He'll  swim  all 
right.  That's  about  all  the  help  I  got — a  definite  job  and 
liberal  language  from  the  side  lines.    But  I  keep  afloat. 

Herbert  Casson  told  me  once  that  system  wasn't  the  only 
thing  to  efficiency,  not  by  a  long  shot.  He  said  it  was  the 
easiest  thing  in  the  world  to  standardize  a  practice  that  was  all 
wrong.  Efficiency  picks  out  the  right  thing  to  do  and  then 
systematizes  it.  So  if  any  of  the  systems  I  talk  about  won't 
apply  to  your  business,  forget  them,  quick.  The  only  excuse 
for  talking  about  them  at  all  is  that  I  shall  explain  not  only  the 
system  but  the  reason  for  it.  Then  perhaps,  having  the  reason, 
you  can  find  something  that  will  apply  or  can  be  adapted  to  a 
similar  condition  in  your  own  business. 

This  concern  started  business  in  1853.  In  the  fall  of  1906 
it  hired  its  first  advertising  manager.  He  was  a  good  one — 
very  far-sighted.  He  devised  splendid  record  systems — lots 
of  them — and  trained  a  splendid  girl  to  keep  the  records. 

After  three  years  he  left  for  a  bigger  job.  A  young  chap 
from  a  smaller  competing  company  took  his  place.  He  was  a 
fine  fellow  and  a  good  producer,  but  he  kept  his  transactions 
mostly  under  his  hat.    The  clerk-of-all-work  nearly  went  crazj'' 

(1) 

369984 


trying  to  keep  track  of  details  for  the  ten  weeks  this  man  was 
in  full  chr.^gi&-'»J*:*; 

Then,  just  at  the  close  of  the  year,  events  happened  fast. 
The  company  reorganized  as  a  $22,000,000  corporation,  bought 
four  other  companies  outright,  and  rapidly  took  on  the  sale  of 
products  from  fourteen  more  factories.  All  advertising  plans 
had  been  held  up,  of  course,  awaiting  this  merger.  As  soon 
as  it  was  completed  all  hands  wanted  display  advertising,  cata- 
logs, contract  forms,  and  the  like,  at  once,  for  the  active  selling 
season  began  the  first  of  January. 

New  Year's  Day  dawned  fair  and  colder.  I  can  still  think 
of  that  day  and  shiver.  For  on  that  day  the  big  boss  called  me 
over  to  his  house,  wished  me  a  Happy  New  Year,  and  wished 
on  me  a  job  as  advertising  manager.  Honestly,  I  couldn't  tell 
a  half-tone  from  an  electrotype.  Yet  within  twelve  months 
we  organized  a  big  department  and  turned  out  a  thousand 
separate  advertisements  and  a  thousand  separate  jobs  of  adver- 
tising literature.  The  young  chap  I  mentioned  as  my  predeces- 
sor stayed  on  but  died  in  May.  His  successor  came  in  June  and 
went  to  the  hospital  in  September  for  the  remainder  of  the  year. 
The  rest  of  the  little  staff  was  almost  as  green  as  I  was.  And 
that's  not  the  worst  of  it. 

The  week  my  assistant  died  they  turned  over  to  us  the  sales 
correspondence  department  with  62  people.  They  gave  us  the 
multigraph  room,  and  we  turned  out  a  million  letters  and  forms 
that  year. 

We  got  the  photographer ;  the  house  organ ;  a  sort  of  educa- 
tional publicity  bureau ;  a  research  department ;  and  the  repairs 
catalogs.  And  then,  for  good  measure,  we  got  the  stationery 
purchasing  department  and  stock  room,  which  was  handling 
about  1000  live  forms.  We  apparently  got  the  management 
of  everything  that  was  loose. 

Remember,  we  w^ere  dealing  with  the  products  of  19  dif- 
ferent factories — 950  separate  items  to  advertise,  both  here 
and  abroad — and  we  had  the  whims  of  49  branch  houses  to 
pacify.  It  was  a  beautiful  field  for  organization — one  of  the 
most  nearly  unlimited  opportunities  I  ever  saw.  Nobody  out- 
side the  department  eared  how  we  ran  it  so  long  as  we  got 
out  a  carload  of  advertising  every  Saturday  morning. 

(2) 


Well,  I  got  by.  I  muddled  through.  I'm  still  alive.  Sys- 
tem saved  me.  I  don't  claim  any  credit  for  it.  Put  any  man 
in  such  a  place ;  get  him  to  buy  a  house  on  the  instalment  plan, 
so  he  "dassent"  lose  his  job — (that's  me;)  let  him  come  through 
with  an  organization. 

But  you've  got  to  leave  him  alone  to  run  his  job :  My  bosses 
were  too  busy  running  theirs  to  care  how  I  run  mine.  I  had  a 
definite  job  and  I  was  left  alone.  So  the  efficiency  formula — 
two-thirds  of  it — proved  out. 


It.a 

ORDER  FOR  SPECIAL  SERVICE 

O^ifarte                                                          BitiiniM 

aifmttmikf 

«atkarl>.<lM 

Olspottttai 

SPECIM.  SERVICE  REPORT 

TMERECOR& 

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(mOn 

STANDARDIZING  THE  SPECIAL  SERVICE  ROUTINE 

The  upper  form  is  the  order  for  special  service  work.     On  this  sheet  are  given 

specific  instructions  as  to  what  is  required,  as  well  as  the  authority  for  the  order, 

to  what  the  cost  is  to  be  charged,  and  so  forth.     When  the  job  is  finished  a 

report  is  made  on  the  lower  form  and  signed  by  the  man  doing  the  work 

The  company's  sales  jumped  that  year  from  5  to  17^ 
millions.  The  straight  advertising  expenditure  (excluding 
stationery,  and  so  forth)  dropped  from  2%  to  1.6%. 

So  much  for  the  conditions.  Let's  get  down  to  routine. 
Let's  cut  out  the  sales  correspondence  section  and  the  stationery 
section.  Then  we  can  consider  the  real  advertising  department 
as  it  was  finally  organized.  Keep  in  mind  the  fact  that  we  had 
to  organize  as  we  went  and  produce  a  tremendous  volume  at 
the  same  time.     We  made  plenty  of  false  moves — we  were 

(3) 


human — but  we  started  out  with  some  pretty  definite  principles. 
And  because  they  worked  I  make  bold  to  tell  you  that  they  will 
work  in  your  department^ — I  don't  care  how  small  or  how  big 
it  may  be.    These  fundamental  principles  are  about  as  follows : 

1.  Definite  written  orders  on  each  transaction 

2.  Permanent  records,  i3roperly  grouped 

3.  Division  of  labor  (at  least  division  of  functions) 

4.  Written  standard  practice  instructions  covering  routine 

procedure 

5.  Capable  understudies 

6.  Periodical  analysis  and  report 

7.  Satisfactory  reward  for  the  individual 


ORDER  FOR  ADVERTISING 


Series. 


-Topic. 


.  Date  of  order . 


.  Territory 


Copy  sent                                  Cuts  sent 

CoDV  bv                                        Lavout  bv 

Si/e  of  space                               Page                                     Lines                    Inches  high                             Inches  wide 

MEDIUM 

DATE 

DATE 

PUBLICATION 

CLOSE 

PUBLICATION 

CLOSE 

Lines  to  be  treated . 


Remarks  on  copy. 


Remarks  on  illustrations 


Signed 


THE  ORDER  SHEET  FOR  DISPLAY  ADVERTISEMENTS 

This  interesting  form  gives  the  required  data  for  properly  preparing  each  display 
advertisement  and  also  ties  it  up  to  the  campaign  of  which  the  advertisement  is 
a  part.     The  data  given  includes  the  dates  of  closing  and  publication,  the  terri- 
tory and  the  products  affected,  and  the  dimensions  of  the  advertisement 

Keep  them  in  mind  and  we'll  come  back  to  them  later.  You 
practice  them  to  some  extent  or  you  aren't  making  the  most 
of  your  job.  Now  let's  consider  the  machinery,  starting  with 
the  first  cog. 

Take  first  the  educational  publicity  work,  or  what  you  might 
call  the  service  section  of  the  department.    We  had  a  "special 

(4) 


service  instruction  sheet.'*  It  told  the  "power-farming  expert," 
or  whoever  did  the  work,  to  write  an  article  for  a  given  publica- 
tion; to  go  somewhere  and  give  a  lecture;  to  edit  the  house 
organ  that  month;  or  any  other  measly  job. 

These  sheets  were  numbered.  One  copy  went  into  a 
numerical  binder  in  my  desk;  one  into  a  "special  service  job 
envelope"  in  the  Record  Clerk's  file;  one  to  the  workman. 
When  he  finished  the  job  he  made  his  report,  noted  the  time 
and  expense  on  his  sheet,  and  turned  it  in  to  me  with  all  collat- 
eral material.  Eventually  it  all  went  into  the  Record  Clerk's 
job  envelope.  We  had  the  basis  for  an  accurate  billing  on  work 
done  for  other  departments.  We  had  a  continuous  record  of 
work  in  progress.  And  we  had  a  permanent  history  for  future 
reference. 


Daily 

£,r"                                  PUBLICATION  RECORD 

Semi-Monthly 
Monthly 

Date 
Publication                                              City                                             Stats                                 Circulation 

PagBsi2a                            Cnlumnwide                     lines                    Closa              Data  puhlished                       Key  symbol 

Date  of  contract 

The  space  is  to  be  used 
before  this  date 

Quantity  contract 

Total  contract  to  date  | 

Rate 

Commlssioa 

Discount 

Unes 

Pages 

Unes 

Pages 

Date 
run 

MacWne 

Advertisement 
number 

Copy 
from 

INVOICE 

Insertion  checked       | 

space 

Date 

Rate 

Space  cost 

Commission 
charged 

Cash 
discount 

Date  0.  K. 

By 

Date 

KEEPING  TAB  ON  PUBLICATIONS 

The  dovetailing  schedules  on  the  different  products  advertised  require  a  compact 

record  of  the  contracts  or  the  approved  estimates,  against  which  insertions 

can  be  charged  as  they  are  run  -  a  sort  of  perpKjtual  inventory.    This  card  is 

also  convenient  for  checking  insertions  before  the  invoices  are  received 

Second,  there  was  an  order  sheet  for  each  display  advertise- 
ment, numbered  and  filed  in  the  same  way.  It  showed  the 
advertisement  number ;  closing  and  publication  dates ;  territory 
and  products  affected ;  campaign  of  which  the  advertising  was 
a  part;  dimensions  of  advertisement;  publications  to  be  used; 

(5) 


the  producing  victim  (agency  or  department  copy  man)  ;  slant 
on  copy  and  illustration,  and  shipping  date. 

We  used  nearly  1000  separate  advertising  orders  the  first 
year.  Two-thirds  of  them — trade  paper  advertisements, 
mostly — were  filled  in  our  own  copy  section — the  rest  by  the 
agency.  But  on  every  one  of  them  we  had  a  complete  record 
of  the  time,  the  place,  and  the  purpose.  Our  advertising 
envelope  held  the  typewritten  copy  and  proofs  of  the  finished 
advertisement.  The  face  of  the  envelope  showed  the  costs. 
We  didn't  try  to  remember,  or  guess,  or  even  suspect — we 
knew. 




— 



1 

•^                                                                                                                                                                                   / 

WHOLF  NUMBER 

SPAHF                                                                  OATF 

MFnillMS 

RECORD  OF  PURCHASES 
J.  H.  CO. 

DATE 

ORDER 
NUMBER 

PURCHASED  FROM 

AUTHORIZATION 

QUANTITY 

COST 

COST 
EACH 

DATE 
BILLED 

DATE 
RECEIVED 

DATE 
0.  K'D. 

DEPARTMENT 

THEIR  ORDER    CHARGE 

/., 

J 

;■% 

\ 

HEMARKS: 

THE  ADVERTISING  ENVELOPE 

Here  is  the  final  resting  place  of  the  advertisement  order,  the  manuscript  copy, 
the  proofs  of  the  advertisement,  and  special  correspondence.     The  printed  form 
on  the  outside,  as  shown  here,  gives  all  the  costs  of  getting  up  the  advertise- 
ment, such  as  art,  plates  and  composition,  but  not  the  cost  of  the  space 

Again,  there  was  job  order  for  each  piece  of  advertising 
literature.  When  a  sales  promotion  manager  asked  for  a  piece 
of  literature,  a  souvenir,  or  some  display  material,  we  made 
him  sit  down  and  think  it  out  with  us.  We  set  down  rough 
specifications  as  to  size,  cost,  postage,  quantity,  distribution, 

(6) 


product,  copy  and  illustration  plan,  and  so  forth,  and  get  his 
approval.    Then  we  could  work  intelligently. 

The  Record  Clerk  supplied  the  joh  and  form  nunihers. 
The  copy  man's  duplicate  was  pasted  in  a  folder,  or  jacket. 
He  kept  all  his  material  in  the  jacket  instead  of  lying  around 
loose.  When  he  wasn't  working  on  the  job  the  jacket  was 
supposed  to  be  in  the  job  envelope.  And  while  the  job  was 
progressing  the  Record  Clerk's  envelope  was  accumulating 
purchase  orders,  correspondence,  and  the  like,  for  a  complete, 
23ermanent  record. 


ORDER  FOR  ADVERTISING 

Subject 

LITERATURE  AND  NOVELTIES 

Job  number                                            Date  of  order 

Date  expected 

Form  number  of  advertisement              Last  job  number 

Number  of  pages                                    Size  (approximate) 

inches  high  x                                     Inches  wirfn 

Postage                   cents;      estimated  cost,  each 
Stock:   Covar 

cents;  total  $ 
Ink 

Inside 

Ink 

ReqiiRsteil  hy 
For  the  benefit  of 

Aiithori7firi  hy 

Department  Division    —     Branch    —    Line    —     Dealers 

Circulation:   Sale    —    Exhibitions    —    By  mail  from  the  branches  or  the  home  office    —   By  the  salesmen  and  dealers 
Envelope  stuffers    —    Catalog  insert 

Immeriiate  distribution:    Dealers 

Branches                                                                         1 

Reserve  stock 

Remarks  on  circulation 

Copy  to  be  furnished  hy 

Date                                                                                1 

Remarks  on  copy 

THE  JOB  ORDER  FOR  ADVERTISING  LITERATURE 

Whenever  any  display  material,  such  as  advertising  literature,  novelties,  and  so 

forth,  are  required,  the  rough  specifications  are  first  set  down  covering  the  size, 

cost,  postage,  quantity,  distribution,  product,  copy  and  illustration  plan.    Then 

the  order  is  O.  K.'d  and  the  work  is  started 

The  copy  man  working  on  an  advertisement  or  catalog  had 
to  make  a  written  requisition  for  library  or  illustrative  material 
wanted.  Red  Tape?  Sure,  but  with  as  high  as  100  advertising 
and  job  orders  out  at  one  time  we  had  to  know  where  and  what, 
and  the  boys  soon  saw  the  point.  When  they  didn't  see  it  we 
had  a  heart-to-heart  talk.  Life  those  days  was  too  short  for 
us  to  spend  running  around  in  circles. 

We  locked  up  six  finished  copies  of  each  job  as  soon  as  we 
got  through,  and  nobody  but  the  legal  department  could  draw 

(7) 


on  this  reserve.  Just  another  bit  of  caution  that  might  save  a 
trade  mark  now  and  then,  besides  making  it  easier  for  succeed- 
ing generations  of  copy  men. 

There  was  a  circulation- Work  order  for  each  job  of  direct 
mailing,  covering  the  material  to  be  used;  list  circularized; 
details  of  matching,  signing,  sealing,  postage,  and  so  forth,  and 
finally  the  report  of  time,  costs,  and  the  like,  to  be  filled  out  by 
the  Circulation  Forewoman  and  the  Record  Clerk. 

Each  girl  in  this  section,  by  the  way,  made  out  a  daily  time 
sheet.  This  gave  us  exact  cost  records  on  jobs  and  efficiency 
records  on  the  girls.  More  red  tape,  but  in  18  months  we 
graduated  19  girls  to  better  jobs  downstairs  as  a  result  of  our 
telltale*  figures. 

There  was  a  definite  order  blank  for  multigraph  work,  and 
the  operator  kept  an  envelope  on  each  job.  Results — ^we  made 
a  nice  profit  out  of  other  departments.  We  soon  found  out 
just  where  we  could  beat  the  printer  and  where  we  couldn't, 
and  chose  our  work  accordingly. 

There  were,  of  course,  definite  purchase  and  shipping  orders. 
We  issued  definite  specification  to  printers — one  form  for  liter- 
ature and  one  for  stationery  and  forms.  Naturally  we  had 
written  stock  room  records.  Verbal  orders  didn't  go  anywhere 
around  the  place. 

We  got  rid  of  buying  the  stationery  and  storing  it,  but  first 
we  corralled  the  compiling  of  it,  including  forms,  of  course. 
We  cut  out  about  20  special  letterheads.  We  standardized 
dozens  of  ledger  forms  involving  special  non-stock  binder  sizes 
and  unnecessary  w^aste  in  cutting  expensive  stock.  We  elimi- 
nated dozens  of  unnecessary  shades  of  color  and  kinds  of  stock, 
and  enabled  the  local  printers  to  lay  in  good  reserves  of  stand- 
ard papers  with  some  assurance  that  they  would  be  used.  And 
we  got  much  quicker  delivery. 

We  did  all  this  by  a  dummy  specification  sheet,  made  out  in 
conference  with  the  department  head  requesting  the  form.  We 
got  him  to  say  "yellow"  and  "about  so  big"  and  leave  the  rest 
to  us.  Then  we  issued  a  regular  specification  sheet  calling  for 
a  standard  size,  weight,  and  color.  The  purchasing  department 
did  the  rest,  all  but  keeping  the  inevitable  envelope. 

Don't  get  the  idea  that  all  these  orders  and  records  were 

(8) 


JOHN  HANCOCK  COMPANY 

BOSTON.  MASSACHUSEHS 

SPECIFICATIONS  OF  PRINTED  MAHER 
SUBMIHED  FOR  PRICE  QUOTATION  TO 

GENTLEMEN:  - 

Please  give  us  an  immediate  quotation  upon  the  foHowine  printed  nutter,  tlie  specifications  for  which  are  here  iWen: 

Oescription 

Quantity 
Number  o(  pages 

Cover  size 

Stock,  body.  size,  tjuailty 
and  weight 

Stock,  cover 
Inks,  body 
Inks,  cover 
Number  of  pages  of 

composition  in  the  body 
Composition  on  the  cover 
Binding 

Number  of  illustrations 
Size  of  illustrations 
Number  of  Illustrations  to 

the  page 
Delivery  of  the  copy  and 

cuts  to  you 
Proofs 
Delivery' 

Special 
Remarks 

PLEASE  NOTE 

If  the  stock  is  furnished  by  us.lt  wBI  be  of  satisfactory  working  quality,  in  the  sizes  you  direct 

Say  when,  provided  the  cuts  and  copy  are  delivered  to  you  as  sUted  above 

Fill  in  spaces  left  blank  for  that  purpose,  then  sign  below  and  return  to  JOHN  HANCOCK  COMPANY. 
Boston.Mas$achusett$.  addressing  the  envelope  'For  the  attention  of  the                    department' 

Respectfully  submitted 

Accepted- 

(Name  of  y 
By 

»ur  company) 

Ry 

THE  REGULAR  SPECIFICATION  SHEET 
A  sheet  like  this  is  used  when  obtaining  bids  from  printers.    By  giving  clear, 
concise,  and  definite  specifications  for  every  job  of  printing,  c.  large  part  of  the 
uncertainty  as  to  just  what  is  desired  is  rejaoved,  and  all  bids  on  the  same  job 
are  therefore  more  likely  to  cover  the  same  quality  of  material  and  workmanship 

(9) 


installed  the  day  after  New  Year's.  Every  kink  in  the  system 
grew  out  of  some  hair-raising  muddle  and  was  adopted  in  self 
defense.  Every  time  a  row  occurred  that  could  be  traced  to  a 
weakness  in  the  system  we  got  the  evidence  together,  consulted 
everybody  involved,  worked  out  a  routine  and  then  set  down  in 
writing  just  how  that  subject  should  be  handled  thereafter. 

You  may  call  it  a  rule  book,  a  law  book,  a  Bible,  a  book  of 
routines,  a  manual,  or  what-not,  but  if  you  can  run  an  advertis- 
ing job  without  written  standard  practice  instructions  of  some 
sort  you  can  begin  Monday  morning  to  make  yourself  a  better 
manager  by  writing  it  all  down.  Make  every  man,  woman  or 
office  boy  that  has  individual  responsibility  write  down,  just 
what  he  does  and  just  how  he  does  it.  Take  these  essays,  edit 
them,  see  how  they  dovetail — or  don't  dovetail — then,  with  this 
picture  before  you,  face  the  fact  that  your  main  grief  is  prob- 
ably your  own  fault  and  not  the  fault  of  subordinates  who  are 
working  at  cross  purposes  at  your  own  direction. 

There  is  no  detail  of  operation  too  small  for  your  earnest 
attention — once.  You  can  profitably  spend  a  half-day,  if  nec- 
essary, in  consultation  with  a  six  dollar  office  boy  as  to  the  best 
way  for  that  boy  to  handle  the  details  of  his  job.  But  after 
you've  reached  an  agreement,  and  considered  the  boy's  func- 
tions in  relation  to  the  advertising  department  and  to  all  other 
departments,  you  are  criminally  negligent  if  you  don't  write 
it  down  where  it  can't  get  away.  Reduce  that  boy's  job  to 
writing  and  file  it  as  a  law  that  will  give  him  supreme  authority 
to  run  himself  without  direction  and  without  interference.  If 
you  don't,  you're  not  doing  your  utmost  in  making  responsible 
men  out  of  those  under  you.  And  you're  not  so  good  an 
executive  as  you  might  be. 

Give  every  person  under  you  a  definite  job  and  written 
authority  for  doing  it.  Then  let  him  alone  and  make  every- 
body else  leave  him  alone  so  long  as  he  stays  on  the  track. 
Then  you're  a  real  manager — not  a  gang  boss.  One  careful 
decision  as  to  procedure  can  be  made  to  apply  to  a  hundred 
cases.  Make  your  decision  with  the  consent  of  the  governed, 
then  make  all  hands  stick  to  the  letter  of  the  law  until  you  find 
a  better  way  and  then  make  that  the  law. 

The  funny  thing  is  that  if  you  do  insist  on  standard  practice 
a  staff  soon  gets  to  like  it.    It  restricts  action  of  course,  that 

(10) 


is,  action  on  hunches.  But  it  also  gives  each  individual  absolute 
freedom  of  action  within  the  limits  of  his  job.  It  separates 
functions,  makes  decisions  in  advance,  and  greases  the  machin- 
ery until  an  organization  becomes  self-managing  to  an  almost 
unbelievable  extent. 

An  engraver  said  one  evening,  "How  do  you  do  it?  I've 
been  around  here  all  day.  Everybody  is  working — everybody 
seems  to  know  just  what  to  do — yet  nobody  is  giving  orders  and 
nobody  is  running  around  asking  for  them."  It  was  a  very 
sincere  tribute  to  our  standard  practice  book. 

As  each  procedure  was  adopted  and  written  up,  three  copies 
were  made.  One  was  posted  for  three  days  on  the  bulletin 
board.  One  went  into  my  book.  The  third  was  routed,  and 
after  each  individual  concerned  had  initialed  it,  this  copy  went 
into  a  third  book  which  was  always  at  the  disposal  of  the  staff. 
When  a  man  got  off  the  track  we  had  him — he  couldn't  plead 
ignorance  of  the  law.  Changes  and  corrections  went  through 
the  same  routine.  Orders  and  general  policy  information  from 
dow  nstairs*  went  into  the  book  as  issued.  If  they  conflicted  with 
our  standard  practice  we  raised  the  issue  at  once  and  I  can  say 
that  we  get  those  conflicting  orders  changed  more  times  than 
we  changed  our  own. 

We  had  to  keep  the  book  right  up  to  date.  Standard  instruc- 
tions had  to  be  followed  until  someone  found  in  a  pinch  that 
they  wouldn't  work.  Then  he  had  to  show  why  and  draft  a  new 
regulation.  Our  dejjartment  grew  very  fast.  The  book  was 
a  godsend  when  it  came  to  breaking  in  new  people.  A  new 
man's  first  job  was  to  study  the  book  for  at  least  thr^  days. 
Then  he  was  ready  to  go  to  work  without  bothering  busy  people 
with  a  lot  of  questions.  He  didn't  have  to  ask  what  a  given 
file  was — all  he  needed  to  find  out  was  where  it  was  located. 

But  perhaps  the  most  satisfying  use  of  the  standard  practice 
book  was  in  keeping*  other  departments  on  the  track.  In  any 
company  you. are  bound  to  have  clashes  between  departments. 
We  could  always  show  that  our  people  were  not  running  wild. 
After  bumping  into  our  book  for  a  few  months  the  two  depart- 
ments that  gave  us  the  most  grief — sales  and  purchasing — 
started  a  book  of  their  own. 

I  appropriated  the  idea  from  the  Larkin  Company.  You 
who  know  how  standardized  that  concern  is  can  judge  whether 

(11) 


management  with  the  aid  of  standard  practice  instructions  is 
better  than  management  by  work  of  mouth  alone,  or  whether 
it  isn't.  I  know  that  the  standard  practice  book  was  the  biggest 
single  factor  in  the  system  which  we  worked  out  successfully. 
1  claim  no  especial  credit.  I  merely  saw  a  device  that  would 
solve  most  of  my  managerial  difficulties,  grabbed  it,  and  sold  it 


PRODUCTION  ORDER 

DATE  ISSUED 

DATE  WANTED 

finwpring 

Whole  number  arivprtispm^nt 

Title  or  subject 

Form  number  arivprtisempnt 

Assigned  to 

Job  number 

Date                            By 

natp                                      Ry 

Plates  nrderetl  of 

Printing  ordered  of 

(Irrier  number 

Hate 

rtpxt  apprntfPfl  hy 

Hatp.                                   1  ayniit  apprnveri  hy 

nnpy  apprnupri  hy 

Revise  apprnveil  hy 

Final  approval   nafe 

Ry 

PROGRESS  OF  THE  ORDER 

11               PRINTER               1 

ENGRAVER             |            PUBLICATION 

Notified  space  scheduled  _r 
Copy  sent                             » 

Form  number 

1 

Whole  number 
n  Order  complete  from  advertising  production  manager. 

Layout  sent                          ! 

Whole  number 

Cuts  sent                             '< 

:                          Received  this  Productio 

Retouched  copy  in  for  0.  K._| 
Retouched  copy  returned ' 

Delivered  to 

JDate 

;                            sifORri 

Number  of  proofs  wanted j 

St  proof  raceivRri                  i 

Date 
To  he  out 

i 

(eturned                            t" 
2nd  proof  received               ! 

Form  number 

:  Date 

Form  number 

Returned                                i 
Final  proof  received.            j 
0.  K'd  proof  returned i 

Whole  number  _ 
Date 
Following  to 

;  CHIEF  CLERK  ADVERTISING  PRO! 

1                  Please  furnish  following: 

)UCTION  DIVISION  '^''""""'""'" 

Remarks 

i 

1 

s 

! 

—  1 

c. 

J 

•-- 

■^. — ±^^ 

pJ 

Helivfiry  prnmisBrt 

Completed 

lob  examined  and  approved  by 

When 

THE  PRODUCTION  ORDER  JACKET 

This  is  a  two  flap  folder  just  large  enough  to  go  into  the  job  envelope  when  folded. 

The  insert  shows  a  portion  of  the  right  hand  flap,  which  provides  a  receipt  for 

the  order,  and  requisitions  for  material.     The  copy  man  puts  all  his  material 

into  this  jacket,  which  is  kept  in  the  job  envelope  when  not  in  use 

to  the  department.  The  real  credit  must  go  to  my  helpers  who 
adopted  the  idea  with  heart  and  soul.  They  wrote  the  book 
and  they  made  it  the  living,  vital  force  it  became  in  our 
business. 

One  more  illustration  and  I'm  done  with  this  topic.  After 
16  months  of  organization  and  production  I  was  ready  for  a 
vacation.    We  hired  an  assistant  manager — a  good  man.    He 

(12) 


came  on  a  Saturday.  I  gave  him  the  standard  practice  book, 
the  organization  chart,  and  a  few  notes  on  matters  pending,  and 
"beat  it"  the  next  day.  I  was  gone  ten  weeks.  While  I  was 
gone  the  management  of  the  company  was  changed  overnight. 


RECORD  OF  PURCHASES 

PRINTING  AND  STOCK 


PURCHASED  FROM 


DEPARTMENT  THEtt  OROER  CilAiifiE 


QUANTmr  COST  FREIGHT 


EACH  BILLED  RECEIVED  0.  ICd 


RETOUCHING 


PLATES 


OODER   njRCHASED 
NUMBER    FROM 


OUAMTtTY  COST  FRD6HT 


COST  I  DATE   DATE  (  DATE 
PER  I  BILLED  RECEIVED  0.  K'd 


QUANTin  COST  FREKHT 


DATE   DATE   DATE 
EACH  BILLED  RECEIVED  0.  K'd 


V 


y 


Description. 
Quantity 


Number  of  pages. 

StOCkcBody) 


.Si2e.(B«dy)_ 


stock  (Covr). 


Sirt X- 

Ink  iB«dy^_ 


Job  Number 


.Ink  (C«nr). 


Composition  (Body). 


.Composition  (C«nr). 


Binding  {  Band 


_Ptrfortthig. 


Pliistratinns  anii  sl7A                                     Average  number  to  page 

Specifications  sent  to 

Their  bM 

• 

Remarks. 


For  tin  original  siMcmcatiiim 
ontMsJoDSM 

rium  luunhM 

Form  Number 

Approximate  Distribution 


THE  JOB  ENVELOPE 

On  the  front  of  the  job  envelope  are  given  the  job  number  and  brief  specifica- 
tions for  the  job,  the  bids  received,  and  the  approximate  distribution  of  the 
material.  The  back  contains  a  complete  record  of  all  art  work  on  that  job. 
Correspondence,  duplicate  invoices,  and  other  papers  are  filed  in  the  envelope 

Drastic  retrenchment  was  the  order.  Thousands  of  employees 
were  dropped.  I  was  in  Switzerland  when  I  heard  about  it. 
I  knew  my  assistant  had  a  definite  job,  whether  I  had  or  not, 
and  I  had  no  choice  but  to  leave  him  alone.    When  I  got  back, 


(13) 


a  month  or  so  later,  I  found  the  department  running  smoothly 
along,  somewhat  worried,  but  practically  intact,  and  I  had 
hardly  been  missed. 

The  standard  practice  book  saved  my  job.  It  saved  jobs  for 
the  people  in  my  department.  And  I  say  to  you  that  if  you 
can  get  your  department,  big  or  little,  to  build  a  real  standard 
practice  book  for  you,  you  and  they  can  weather  almost  any 
storm  that  ordinary  business  can  develop. 


<;i>riA« 

WORK  ORDER -CIRCULATION  ROOM 

Sllhj«Rt 

Inh  niimher 

Date  of  order                                                    Wnrk  for 

Details  of  work  material. 

COST  SHEET 


Wnrk  hefiin                                               RnmpletPil 

Renort  dateri                                               191 

item 

Quantity 

Hours 

Cost  per  100 

Total 
cost 

Remarks 

Estimated 

Actual 

stamps 

Envelopes 

Letters 

Labor 

Ovprheail 

Totals 

Work  and  material  furnished  to  advertising  department. 


Distribution  of  charges. 


Signed. 


.Circulation  clerk. 


_0.  K'd  by. 


THE  CIRCULATION- WORK  ORDER 

For  each  job  of  direct  mailing  a  sheet  like  this  is  made  out  covering  the  material 

to  be  used,  the  list  or  lists  to  be  circularized,  and  the  details  of  matching,  signing, 

sealing,  postage,  and  so  forth.     This  sheet  also  contains  the  report  on  the  time 

and  costs.     It  is  filled  out  by  the  circulation  forewoman  and  the  record  clerk 

Of  course  you  can't  put  people's  names  in  a  standard  prac- 
tice book.  People  come  and  go — an  organization  is  permanent, 
if  you  build  it  right.  So  we  gave  everybody  a  title,  sometimes 
two  or  three.  When  we  started  our  organization  on  the  basis  of 
functions  we  found  the  same  fellow  on  it  in  various  places. 
That  immediately  suggested  that  some  of  them  swap  parts  of 
their  work.  Then  we  had  coherent  units — ^no  criss-crossing. 
Next  we  moved  those  units  around  to  save  steps. 

We  placed  new  stairs  to  land  people  in  the  secretary's  room, 
which  accommodated  the  secretary,  one  general  stenographer, 
two  messengers,  the  bulletin  board,  and  a  multiplex  sample  ex- 

(14) 


hibit.  Traffic  just  naturally  had  to  gravitate  to  and  from  this 
room  as  a  center.  It  was  the  easiest  thing  in  the  world  for 
an  intelligent  secretaiy  to  keep  his  finger  on  the  pulse  of  the 
department  while  I  stayed  in  my  dug-out  and  worked.  It  took 
us  nearly  a  year  to  get  to  a  point  where  we  felt  really  settled 
and  could  begin  to  refine  our  methods  in  detail.  We  had  taken 
six  departments  that  reported  to  the  general  manager  and 
welded  them  into  one;  established  definite  written  routines; 
charted  the  organization  according  to  functions,  and  placed  the 
different  sections  where  they  could  get  at  each  other  with  the 
least  possible  confusion. 

So  now  we  may  leave  the  general  story  of  organization  and 
take  up  a  few  of  the  every  day  details  that  might  be  of  interest, 
not  forgetting  that  we  still  have  three  main  principles  to 
account  for. 

I  was  personally  responsible  to  the  general  manager  for 
expenditures  and  policy.  Our  work  was  not  censored  in 
advance,  but  it  had  to  fit.  We  had  to  know  what  was  going  on. 
We  had  to  be  up  to  the  minute  on  the  plans  and  acts  of  the  gen- 
eral management,  the  sales  department,  the  factories  and  the 
experimental  corps. 

That  meant  frequent  conferences  with  department  heads, 
but  we  also  had  an  intelligence  service,  a  regular  spy  system. 
That  meant  our  being  real  friends  with  the  local  foremen,  the 
local  salesmen,  men  in  the  drafting  rooms,  clerks  in  the  sales  and 
traffic  departments,  the  general  manager's  private  secretary, 
and  every  man  from  the  outlying  factories  or  branches  that  we 
could  get  hold  of.  Every  man  in  the  department  was  constantly 
on  the  lookout.  The  staff  prided  itself  on  being  the  information 
center.  Every  clew  was  run  down  and  every  bit  of  information 
went  into  a  morgue  for  instant  reference.  So  our  campaigns 
did  fit,  and  we  seldom  had  to  make  awkward  explanations  after 
the  fact. 

The  secretary's  staff  had  a  definite  job,  which  was  to  let 
me  alone  as  much  as  possible.  They  shunted  callers.  They 
sorted  and  disturbed  mail,  looked  up  previous  correspondence, 
and  answered  most  of  my  letters  before  I  had  the  pleasure  of 
seeing  them.  They  sifted  trouble  cases  and  got  all  the  facts 
before  bringing  me  the  grief.    They  discouraged  the  practice 

(15) 


of  each  employee's  running  in  to  see  the  boss  every  few  minutes 
on  some  trivial  question  that  a  little  thought  would  answer. 
Department  people  were  taught  to  collect  the  points  they 
couldn't  answer  and  bring  up  a  number  of  them  at  one  time  for 
concentrated  work.  The  department  got  so  it  didn't  care  much 
whether  I  was  in  town  or  not.  It  ran  beautifully  so  long  as  I 
let  it  alone. 

We  had  a  very  few  confidential  papers  in  the  executive 
files.  Everything  else  about  the  place  was  free  as  air  and  almost 
as  easy  of  access.  So  I  had  no  monopoly  on  information  and 
didn't  have  to  spend  my  time  in  dispensing  it. 

I  kept  one  folder  handy,  labeled  "Vanity  and  Ammunition." 
It  held  certain  bouquets  passed  to  us  and  sundry  other  bits  of 
evidence  that  common  sense  told  me  would  be  useful  in  emer- 
gencies. I  never  went  "on  the  carpet"  without  it.  You  can 
well  afford  personally  to  write  a  comprehensive  annual  report. 
Your  concern  may  not  ask  for  it.  It  may  not  be  read.  But  it 
checks  you  up  in  your  own  eyes  and  places  a  milestone  to  tell 
you  whether  you  are  going  ahead  or  back.  I  have  done  it  for 
years  and  it  is  a  liberal  education  to  me  now  to  read  my  old 
reports.  It  keeps  me  from  being  impatient  now  with  fellows 
who  know  a  lot  more  than  I  did  at  their  present  ages. 

In  this  particular  case  my  reports  were  divided  as  follows : 

1.  Status  of  organizations,  including  names  of  personnel, 

salaries  and  recommendations 

2.  Statement  of  policy  governing  the  year's  work,  quoted 

from  a  previous  statement,  and  comparison  with  the 
year's  activities 

3.  An  account  of  the  year's  work  of  each  section 

4.  Statement  of  output  and  costs  compared  with  the 

budget 

5.  Resume  of  continued  and  uncompleted  work 

6.  Recommendations  as  to  policy  for  the  coming  year 

7.  Estimate  of  appropriation  required  to  carry  out  this 

policy 

My  file  of  annual  reports  would  be  my  main  solicitation  if 
I  were  trying  to  sell  myself  to  a  new  firm.  As  each  report  was 
written  I  was  so  close  to  the  details  that  I  had  to  tell  the  truth. 
I  couldn't  dress  it  up  and  leave  out  the  unpleasant  details. 

(16) 


Report  fully  to  yourself  at  least  once  a  year.    It*s  good  for 
what  ails  you. 

The  Record  Clerk  was  a  party  to  every  transaction.  Noth- 
ing could  get  by  her.  The  machinery  wouldn't  work.  Her 
records  on  jobs — ads,  literature,  special  service,  mailing,  etc. — 
were  based  largely  upon  9x12  envelopes,  open  at  the  top,  with 
no  flap.  Four  different  envelope  forms  were  used,  printed 
front  and  back  to  accommodate  for  summary  of  costs,  and  so 
forth.  These  envelopes  seldom  left  the  files  except  when  reports 
were  being  made  up,  or  a  new  job  of  similar  character  was 
being  laid  out.  Each  envelope  took  the  place  of  three  to  five 
previous  card  indexes  and  made  it  a  simple  matter  to  analyze 
our  work. 

We  kept  an  expenditure  book  and  analyzed  our  own  expen- 
ditures. All  invoices  came  fik'st  to  Ithe  Record  Clerk  for 
checking  against  purchase  orders,  estimates,  and  so  forth. 
Invoices  were  entered  on  the  proper  envelope,  also  in  a  book 
with  parallel  columns  which  distributed  expenditures  as  they 
were  posted.  We  made  a  monthly  report  based  on  invoices 
passed  which  gave  a  more  satisfactory  comparison  with  the 
appropriation  than  the  controller's  record  of  bills  paid.  Our 
annual  report  classified  expenditures  by  products;  by  terri- 
tories; by  class  of  material  produced;  and  by  sections  of  the 
department.  Display  advertising  reports  showed  the  cost  of 
space,  commissions,  cash  discounts,  art,  and  plates.  Reports  on 
literatureshowed  quantities ;  distribution ;  and  printing,  art,  and 
engraving  costs. 

We  voluntarily  went  so  far  as  to  furnish  the  treasurer  each 
month  with  a  statement  of  his  probable  payments  on  our 
account  for  the  next  period.  Shortly  after  the  management 
was  changed  we  outlined  our  absolute  needs  for  six  months  in 
advance  and  were  within  two  per  cent  of  being  dead  right.  So 
they  let  us  alone  some  more.  Our  figures  earned  us  the 
privilege. 

Six  girls,  averaging  $44  per  month  made  up  this  section  for 
handling  records  and  reports.  They  handled  all  job  records; 
checking  and  clipping;  rate  and  correspondence  files;  files  of 
drawings  and  engravings;  stock  records;  purchases,  invoices 
and  accounts,  and  did  considerable  stenographic  work  besides. 

(17) 


This  section  saved  its  cost  and  paid  dividends  every  month  in 
the  year. 

Three  other  devices  handled  by  this  section  are  worth  noting. 
One  was  a  "Future  Job"  envelope,  similar  in  size  to  the  original 
but  of  different  color.  This  was  filed  right  behind  the  original. 
We  put  all  kicks  and  criticisms  on  a  job  in  the  "Future  Job" 
envelope — all  suggestions  and  all  data  for  the  next  edition.  It 
discounted  memory  and  gave  the  copy  man  a  flying  start  the 
next  time.  The  second  was  a  system  of  permanent  looseleaf 
binders — big  ones — each  devoted  to  one  product  in  all  its  sizes 
and  models.  This  was  our  "Morgue."  Each  binder  covered  in 
part: 

1.  Product's  excuse  for  existence,  such  as  the  view  of  the 

inventor,  builder,  salesman,  and  so  forth 

2.  Sizes,  variations,  and  accessories 

3.  Territory  or  markets  to  which  adapted  and  most  favor- 

able thereof 

4.  Field  performance,  comprising  testimonials  and  rec- 

ords of  tests 

5.  Costs,  prices,  competitive  prices,  terms,  and  discounts 

6.  Weights,  shipping  data,  and  the  like. 

In  short  we  collected  all  the  "inside"  information  that  would 
give  a  new  man  a  clear  perspective  before  he  began  to  write, 
us  well  as  information  up  to  the  minute.  It  is  a  fact  that  our 
best  catalog  man  was  with  us  a  year  before  he  ever  saw  a  thresh- 
ing outfit  at  work.  But  by  that  time  his  vanity  file  was  full  of 
bouquets  from  the  sales  force. 

The  third  device  was  an  8^x11  card  that  superseded  five 
card  indexes  on  illustrative  material.  We  had  the  Dewey  deci- 
mal system  in  our  library  so  we  applied  it  to  our  drawing  and 
engraving  files,  also.  The  copy  man  found  his  information  in 
the  library  and  then  went  for  his  pictures  under  the  same  index 
number,  or  vice  versa.  This  card  recorded  purchases,  and  data 
on  inventory,  filing,  and  shipping.  It  took  care,  not  only  of 
one  drawing  from  a  subject,  but  of  all  drawings,  negatives, 
lantern  slides,  prints,  engravings,  and  electros  from  that  sub- 
ject, in  whatever  form  or  size.  When  a  man  found  the  picture 
he  wanted,  he  had  before  him  a  record  of  every  reproduction 
that  had  been  made  of  it  and  where  that  particular  reproduc- 

(18) 


tion  was — whether  we  had  it,  or  a  printer,  engraver,  or 
publication. 

All  this  work  of  the  record  section  may  seem  out  of  the 
question  in  a  small  department.  But  in  a  later  connection  I  got 
it  all  done — substantially — but  on  a  smaller  scale,  with  one 
$40  girl.  The  functions  of  such  a  section  are  the  same,  regard- 
less of  size. 

We  have  covered  five  of  the  seven  principles — written 
orders,  permanent  records,  standard  practice  instructions,  divi- 
sion of  functions,  and  reports.  The  other  two — ^understudies 
and  the  reward  of  individuals — are  closely  allied. 


INDEX  NUMBER           SUBJECT 

UNE 

ITEM 

SCREE 

SIZE 

ORDER 

PURCHASED  FROM 

FOR 

QUANTIT 

Y  COST 

COST 
EACH 

DRAWING 
NUMBFR 

NEGATIVE  CABINET 
NUMBER 

DRAWER 

DATE 

NUMBER 

1 

2 

3 

— 

1 

'  -•  -1 

r^ 

. . 

LINE 

DATE 

QUANTITY 

FOR 

SENT  TO 

ADDRESS 

STATE 

VIA 

ON  HAND 

?i 

24 

~ 

25 

?fi 

27 

28 

?9 

30 

• 

31 

34 

35 

MAKING  ONE  CARD  DO  THE  WORK  OF  FIVE 

This  card  records  the  purchase,  filing,  and  shipping  data  of  all  reproductions  of 
the  same  subject.  Under  "item"  is  noted  the  kind  of  reproduction,  such  as 
original,  negative,  or  zinc.Thus  each  "line"  number  represents  a  detailed  de- 
scription.    A  proof  that  will  identify  the  subject  at  large  is  pasted  on  the  back 

The  death  of  one  advertising  production  manager  and  the 
illness  of  another  in  our  department  threw  a  heavy  load  upon 
the  next  man  in  line.  He  passed  his  work  on  down.  The 
extreme  pressure  of  our  regular  work  gave  us  no  chance  to 
speed  up  anywhere  except  at  the  bottom.  Each  of  us  sub- 
scribed to  the  theory  that  we  ought  not  to  do  anything  that 
could  be  done  by  cheaper  help.    As  a  result  we  had  a  capable 

(19) 


understudy  at  every  point.  We  very  rarely  had  production 
interrupted  because  nobody  understood  what  came  next. 
Volume  alone  was  the  problem,  week  in  and  week  out. 

The  introduction  to  our  standard  practice  book  pictured  an 
ideal.  This  ideal  was  a  state  wherein  any  individual  might  be 
"fired,"  get  sick,  or  die  without  being  missed.  That  was  the 
ideal  from  the  company's  standpoint.  But  it  was  also  pointed 
out  to  the  staff  that  the  man  who  could  be  fired  because  he  had 
put  his  job  where  it  could  be  handled  by  somebody  else  was  just 
the  man  the  company  was  always  looking  for  to  fill  a  vacancy 
higher  up.  We  were  travelling  fast,  and  promotions  to  new 
work  came  fast  enough  to  give  our  ideal  a  definite  meaning. 
To  the  man  who  kept  himself  ready  for  his 'reward  our  ideal 
was  no  empty  dream. 


PHOTOGRAPH  REQUISITION 

DATE 

NEGATIVES 

SUBJECT 

PRINTS 

ENLARGEMENTS 

PRICE 

■ — 

Negative 

Copy 

Block 

Size 

Negative 
number 

Mounted 

Unmounted 

Matte 

1  Black  and  vKhite 

~~|  Sepia 

u  -.^ 

■ —       -^ 

These  are  wanted  for 
Name 


City 

Charge  to. 
Remarks. 


Street. 
State_ 


ADVERTISING  DEPARTMENT 


KNOWING  WHERE  THE  PHOTOGRAPHS  ARE 

Illustrative  material  is  useless  if  it  can  not  be  located  within  a  reasonable  time. 
An  uncomplicated  form  somewhat  like  this  one  is  used  to  requisition  photo- 
graphs, or  other  library  material,  and  makes  the  handling  of  this  work  com- 
paratively simple,  especially  when  several  orders  are  out  at  one  time 

The  executive  who  isn't  constantly  figuring  out  bigger  jobs 
for  his  men,  so  they  can  make  more  money,  isn't  growing.  The 
most  humihating  occurrence  I  can  think  of  is  to  have  a  good 
man  come  and  ask  me  for  more  money.    I  always  try  to  "beat 

,         (20) 


him  to  it."  And  I've  lost  very  few  men  that  I  didn't  help  to  get 
a  better  job  somewhere  else.  The  employee  who  keeps  his  job 
all  to  himself  for  fear  some  one  will  take  it  away  from  him  will 
never  have  a  better  one.  He'll  be  the  man  with  the  one  talent, 
and  on  the  day  of  reckoning  he'll  lose  that. 

But  it's  the  manager's  job  to  give  him  the  right  slant — ^to 
help  him  develop  his  understudy — and  to  find  the  man's  reward. 
If  he  can't  possibly  find  it  in  his  own  concern  then  let  him 
graduate  the  fellow  when  he's  ripe  and  fall  back  on  the  under- 
study. Keeping  men  who  don't  belong  to  you  doesn't  get  you 
anywhere. 

Harrington  Emerson  has  twelve  principles  of  efficiency.  I 
don't  know  what  they  are.  Taylor,  I  think,  has  ten.  I  started 
out  by  giving  you  three — get  a  good  man,  give  him  a  definite 
job,  and  let  him  alone- — and  said  that  under  some  conditions 
the  last  two  were  enough.  I've  outlined  seven.  You  probably 
can  write  those  over  into  five,  or  nine.  The  number  doesn't 
make  much  difference.     They  all  arrive  at  the  same  total. 

I  started  to  talk  about  system.  System  is  one  thing — details, 
routines.  I've  told  you  about  a  few  of  the  systematic  devices 
we  found  useful.  But  it's  hard  to  talk  about  systems  without 
explaining  conditions.  It's  hard  to  talk  about  conditions 
without  getting  off  into  the  theory  of  organization.  And  then 
you  run  right  into  the  subject  of  efficiency,  which  is  nothing  but 
the  standardization  of  good  systems.  I  believe  that  most  men, 
if  they  had  been  put  up  against  a  similar  job,  would  have  reacted 
about  as  I  did.  So  I  have  given  you  my  experience  as  I  see 
it,  believing  that  the  principles  I  had  to  recognize  to  keep  ahead 
of  this  particular  job — the  hardest  job  I  ever  want  to  have — 
will  stand  the  test  in  yours.  The  system  perhaps  won't  apply. 
The  seven  principles  will. 


(21) 


UNIVERSITY  OF  CALIFORNIA  LIBRARY 
BERKELEY 

Return  to  desk  from  which  borrowed. 
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